Turning a patchwork of local brands into one global one
Finish existed as a different brand in nearly every market it operated in – including as Electrasol in the US. I led the centralisation of the global innovation pipeline and built RB’s first global equity campaign, transitioning every local brand onto one platform and taking it into whitespace markets across Asia and Latin America along […]
Turning a declining P&L back into growth, brand by brand
The business was losing share and losing money when I took over marketing for the Czech and Slovak Republics. I turned the P&L around top and bottom line, brought Finish, Airwick and Woolite back to growth, launched Dettol into the No. 2 share position in three months, and grew the OTC portfolio’s margin by integrating […]
Earning trust for a brand no one expected to trust
A tobacco company launching a health product is nobody’s first guess for a brand people will trust. I led the commercial and brand strategy for BAT’s first OTC medicinal range – from clinical positioning to public health partnerships – and got it endorsed by the UK’s own medicines regulator. BAT wanted to offer smokers a […]
Renaming something people already love
It is a challenge. Renaming a product everyone already knows – and getting them to follow you. I led the transition from Kleenex to Velvet, spent two days a week on-site at Sainsbury’s and Waitrose to negotiate shelf space, and grew market share year after year. In the UK, Kleenex wasn’t just a brand name […]
Making a global strategy actually work locally
A global beauty strategy rarely translates locally as-is. I led the EMEA teams that made it “glocal” – and rebuilt the entire organisation around consumer insight instead of hierarchy. Result: market share grew in South Africa, France and the UK. At the same time, across ten categories. On paper, Revlon’s global strategy covered everything: colour […]
A brand talking to the wrong audience
Braun Haircare was “male and stale,” still speaking to an older audience while competitors had already moved on to young women. I rebuilt the brand’s entire DNA from the ground up – new positioning, new communication, four product launches in eighteen months. Market share turned around in Canada, Germany and the UK.
From industrial material to global brand
Velcro was, at its core, a material – not a brand. I led the shift from B2B to B2C: six new product categories in fifteen months, new markets across Asia and Latin America, and a campaign that protected the word “velcro” itself before it became generic for good. In the end, we where nominated for: […]